【導(dǎo)讀】技術(shù)人員的重要來源,越來越受到企業(yè)的重視。每年的校園招聘就是一場人才爭。力、耗人、耗物,不可謂不重視,不可謂不辛苦。然而結(jié)果卻往往不盡人意。校園招聘存在的問題,提出相應(yīng)對策。校園招聘頻率、規(guī)模、學(xué)生應(yīng)聘情況、錄。聘有效性的對策。20篇,并按時完成文獻綜述和外文資料翻譯。確定撰寫結(jié)構(gòu)和主要內(nèi)容,寫出開題報告。學(xué)校和學(xué)院的各項具體要求規(guī)范執(zhí)行。說服力,結(jié)構(gòu)嚴謹,層次清晰,文字簡練,書寫整潔。完成畢業(yè)論文初稿,確定實習單位。狹義的人員招聘則是指企業(yè)為了發(fā)展的需。括選拔與安置的過程。合理、科學(xué)的招聘制度對企業(yè)來說有非常重要的意義。而使招聘工作一直達不到專業(yè)化的效果。人才招聘決策系統(tǒng)是將人才招聘的實際問題與決策支持系統(tǒng)相結(jié)合,努。力實現(xiàn)為決策者提供優(yōu)良的決策方案。由于品德本身的隱蔽性,對其測評也不同于?；嬖?、背景調(diào)查、測謊技術(shù)等。[8]方豐、嚴欣平認為:基于勝任特征模型招聘

　　

【正文】 四 )研究難點 本文的難點是結(jié)合校園招聘的實際分析基于嘉興學(xué)院企業(yè)在校園招聘過程中內(nèi)容和方法。本文的重點和創(chuàng)新之處也主要在于此。 (五 )期達到的目標 (1)了解企業(yè)學(xué)校招聘現(xiàn)狀 。(2)揭示企業(yè)校園招聘中存在的問題 。(3)提出提高企業(yè)校園招聘有效性的具體對策。 四、論文詳細工作進度和安排 ? 完成畢業(yè)論文選題 ? 完成文獻綜述、開題報告及外文翻譯 ? 完成畢業(yè)論文初稿 ,確定實習單位 ? 畢業(yè)實習 ,修改論文 ? 畢業(yè)論文定稿 五、主要參考文獻 [1] 張少卿 . 構(gòu) 建 企 業(yè) 員 工 招 聘 的 勝 任 力 素 質(zhì) 特 征 模型 .2021,(04):P79P81 [2]朱文蔚 李元勛 .招聘方式之四大趨勢 .2021,(02):P106P108 [3] 秦煒 . 人才招聘決策支持系統(tǒng) .2021,10:P68P69 [4] 陳志卿 . 影響企業(yè)人員招聘有效性的原因及對策探討 .2021,18:P178 [5]蔣艷 . 提高人員招聘有效性對策 .2021,34:P90P91 [6] 金晶 . 淺議企業(yè)人力資源招聘問題及解決對策 .2021,02:P108P109 [7] 賀紅星 陳錫萍 . 淺議企業(yè)招聘的問題及對策 .2021,01:P106P107 [8] 王培君 . 人才招聘中的品德測評 .2021,12:P297P298 [9] 劉競哲 .企業(yè)如何降低招聘成本 .2021,07:P51 [10] 林蓉 . 企業(yè)如何規(guī)范招聘 工作 .2021,04:P18P19 [11] 鄒純青 . 企業(yè)人員招聘中存在的問題及對策 .2021,09:P100P101 [12] 文偉 . 企業(yè)人力資源招聘誤區(qū)及其對策 .2021,01:P29P31 [13] 王艷莉 . 進行“正確”的招聘 .2021,31:P149 [14] 方豐 嚴欣平 . 基 于 勝 任 特 征 模 型 的 招 聘 機 制 研究 .2021,33:P298P299 [15] 姚源源 . 對企業(yè)招聘方式中七大趨勢的探討 .2021,13:P98 [16] 肖余春 袁 炳 耀 王 懷 秋 . 大 五 模 型 在 人 員 招 聘 中 的 運用 .2021,01:P48P49 [17] 張成堂 畢守東 . 公務(wù)員招聘問題的優(yōu)化模型 .2021,03:P24P26 [18] 丁秀玲 . 基于勝任力的人才招聘與選拔 .2021,02:P134P139 [19] 張培德 . 人才招聘中信息不對稱矯正技術(shù)的研究 .2021,07:P95P100 [20] [日 ]淺井雅夫 .吸引人才 ,招聘人才 .1994:P11P12 P18P25 [21] Pierremornell. Recruitment of 45 details. Machinery Industry Press[M] 2021 [22] David Irwin. Managing and employing people. Thorogood[M].2021:P52P54 [23] 戴安娜 ?阿瑟 .員工招募、面試、甄選和崗前指導(dǎo) .2021:P11 外文文獻翻譯譯文 題 目 : 企業(yè)招聘問題研究綜述 一、外文原文 原文一 : Human Resource Management Processes l Human Resource Management must be addressed to ensure successful Project Management. It starts with planning, proceeds to team acquisition, developing the team into an effective working group, then managing the team, where the actual work is done. The Develop Human Resource Plan process reminds us to start from the petence needs of the project. We then identify the best way to bring the people with these petence and skills into our project. The next stage is to assign the staff to the project, using a process called Acquire Project Team. Either traditional methods or virtual teams can be used. Either way, role definitions are very important. It is easier to find consensus and execute the project smoothly when participants understand and act their assigned roles such as Project Manager or Sponsor. The last process, Manage Project Team, is presented in terms of people management, since it is the team that actually does the project work. Active team management is necessary, to set objectives, maintain morale and sometimes resolve conflicts. Project Human Resource Management It is clear that project success depends totally on the motivation and petence of the people involved. It therefore makes good sense to build human resource management into our project, where it is essential, just like other more technical aspects. To succeed, a project must have the people issues under control。 this also applies to general management. This knowledge area provides a simple structure of four processes for addressing HR matters in projects. The structure is as follows: 1. Develop Human Resource Plan: We develop a plan of how the people are going to be selected and brought into the project, based on the project requirements. 2. Acquire Project Team: This means finding out where the people with the necessary skills can be found and recruiting them. 3. Develop Project Team: Once they have been recruited, we have to take conscious measures to help the team form. Teams do not just happen. 4. Manage Project Team: We then manage the team, including conflict resolution, which is unavoidable in project situations because different stakeholders often have conflicting demands. Despite this presentation of HR management as a set of processes, it is not a oneoff activity but